You are working in a team of fifteen (15) to implement a new authentication system in your company. Given the importance of the project, the team has broad representation from different sections as well as levels of seniority. The team also has high power concentration, where you have a relatively new and junior Project Manager as well as two very experienced and relatively senior Subject Matter Experts. There are also some representatives from overseas locations of the company, who may or may not have a stake in this project. Despite the large number of team members, these members were selected to represent different groups within the company, and it is not yet clear to anyone (including you) how they will be contributing to which part of the project.

Your first 'team' meeting, which was held via videoconference, was a little disorganised, with the two experienced staff dominating the discussion. There were also some key stakeholders who could not contribute fully due to technical issues, and the meeting overall eventuated in the discussion being inconclusive. It's been five days after the meeting, and there has not been any follow-up on what the next step is. You are still not clear what your role is in this project, and you are wondering if you should be contacting your Team Leader to clarify.

5a) Identify which of Tuckman's stages of team development your team would likely to be in at the moment. For your information, Tuckman's stages of team development include: 1) Forming, 2) Storming, 3) Norming, 4) Performing, and 5) Adjourning.

5b) Explain the reasons why your team is in the stage you identified (see answer above for Question 5a), by noting the characteristics of the stage you identified in this scenario.

5c) Describe and explain two strategies to contribute effectively to this team situation.